Reader response Essay Example | Topics and Well Written Essays - 250 words - 3

Reader response - Essay Example For example, it is soiled and ripped. Additionally, it is an â€Å"unclean yellow† (Gilman, 1999). After gazing at the paper for a considerable amount of time, she figures a sub pattern shrouded by the main pattern. However, the pattern is only visible under a certain light. Ultimately, the sub pattern transforms into a woman, desperately trying to entangle herself from the primary pattern which resembles a cage. The wallpaper imagery represents the family and tradition structure in which the narrator finds herself trapped. The cage emanating from the wallpaper has been festooned with heads of women who had tried to escape. All these women were strangled in the process of escaping. Therefore, The Yellow Wallpaper is symbolic of the concept of true womanhood. The cult or concept binds and restricts women to the family and home. These parameters were determined by men. The heads festooned on the cage illustrates the fate that befalls women who try to tamper with the laid down concepts that made a true woman. Any woman who defied was termed as an enemy of civilization and God. The imagery of the wallpaper is significant since it highlights or is used to represent the domestic life that snares a lot of women in

Managing Entrepreneurial Enterprises' Individual Entrepreneurship Essay

Managing Entrepreneurial Enterprises' Individual Entrepreneurship Interview - Essay Example I always like seeing things being done the right way and thus, I prefer employing myself in order to control my business my own way. In my business, I can make my own rules without consulting any person except my employees Charantimath, 2006, 23). Secondly, I like being independent with my own goals and objectives that I have set to achieve. Individuality is a characteristic that enables me to be to stand even when faced with challenges without expecting help form any person. Therefore, as an entrepreneur I can be totally independent without sharing profits or losses with anyone. How do you security in your business? I am a goal oriented person. Setting goals gives a person assurance and security at work since, when the goals are accomplished; it implies that it cannot fail at given time. An entrepreneur has to be focused at achieving his or her goals since; a business is driven by the goals (Eric, 2012, 12). Without goals, the employment security of the employer is at stake and can fail anytime. How do you manage to succeed in your business? First I am a disciplined person. I do not waste time on issues that might lead to failure of my business. I am also punctual in my work. I ensure that all my projects are completed within the speculated time. Discipline also helps me to keep deadlines and be serious with every part of the business (Bridge, 2010, 35). It is also a factor that helps me to ensure that there is no wastage of resources in the business. Therefore, as an entrepreneur, I have managed to succeed through ensuring that every line of work is well coordinated without taking any part for granted. How do you manage to keep your business running despite the stiff competition in the technology industry? The main strategy that I use is creativity and innovativeness. Entrepreneurship is all about generating of new and unique ideas in order to challenge those of competitors. For instance, in the technology industry I have to ensure that I am updated on all th e updated technology such as new brands of computers and laptops. I also have to innovate new ways of repairing different parts of the instruments. This helps me to attract new customers and provide them with quality services (Under30CEO, 2010, 65). One character trait that also helps me manage the competition is being a risk taker. As a risk taker, I can take advantage of different opportunities in life without fearing the possible losses. This way I can come up with quality features that can be used in building my business. For instance, purchasing laptops in bulk from foreign countries is extremely risky since; one is never certain if the laptops will be purchased by customers. However, as an entrepreneur, I have to take the risk since; that way I will increase my profits. This character is also supported by the fact that I am an opportunistic person. How do you ensure that, as an entrepreneur, opportunities do not pass you by? I take advantage of the different opportunities that my competitors may be ignoring. This way, my business can thrive above others since I will be equipped with unique ideas (Rex Bookstore, 2012, 45). I am also a thinker; I find my way out of the hard parts of the business that I may face. For instance, if a laptop has been repaired and it is not yet working, as an entrepreneur I have to think of the probable cause of the problem. Therefore, as an entrepreneur I cannot afford to run out of ideas at any one point in time. This has also helped to be above my competitors since; while other companies might tell

My Daughter Azul Essay Example for Free

My Daughter Azul Essay I’m not speaking about the blue color, even though â€Å"azul† means blue, this time I talking about my daughter, my little piece of blue sky named Azul. I have a wonderful family; we are all Mexican, my husband, Jose; my little men, Pepito; and my beautiful daughter, Azul. I’m proud of my daughter because she is a brilliant student, a very happy girl, and a great sister. Azul is well known in her school for being a wonderful learner. She won â€Å"Student of the Month† twice last year, this might sound like â€Å"Is not a big deal†, but consider that last year, while we were living in Mexico, she didn ´t know a word about English and now she is earning all kind of awards in a language that is not her mother tongue. Her teacher says that she works in class as a bee. She gets up really early to get ready for school, sometimes she asks me to go to wait for the bus twenty minutes before the bus arrives, she really enjoys going to school. My daughter is a very joyful girl, she sings and dances all the time, every afternoon she steps in front of the TV and looks at music videos to dance and sing with her friends, they look at her like a rock star and all laugh between songs and dancing moves. Is amazing how she makes fun of nothing at all; she’s as happy as the day is long. These good qualities are not even the half when you compare them to her value as a sister. She takes care of Pepito whenever I ask her to do it. She comforts and huge to him when she sees him crying. She could spend all day playing, running, and having fun with him. All these things might sound like the kind of things that any older sister does with her younger brother, but what I really think that makes a real difference is the fact that Azul knows how hard it can be when you arrive to any place and you don’t understand anything about they are saying, that’s why she really cares about teaching to her baby brother with love to speak in both languages, English and Spanish. That’s why I’m really happy and proud of my daughter and I know that she will have a brilliant future in many ways. I wish she always be happy and her smile remains forever.

Supply Chain Management: Boeing And Airbus

Supply Chain Management: Boeing And Airbus I would like to mention a subject relating to aviation industry, especially in leasing aircraft sector. The most important task in this sector is how to order, purchase and lease back aircraft to airlines. But to implement this task, we should know in detail how the aircraft assembly process under the control of aircraft manufacture is. In Vietnam, the aviation market has a great development with the air traffic increasing year by year. In order to meet the high demand, Vietnamese airliners have to add more aircraft to their fleet. They not only purchase aircraft by itself, but also need to lease from aircraft lessors. So that, aircraft lessors have to support airlines to develop their fleet. Beside, leasing aircraft sector is the new one in Vietnam aviation industry. With this purpose, this final paper will provide an overview of the supply chain management practices by Airbus and Boeing in their new products as Airbus A350 XWB (Extra Wide Body) and Boeing B787 Dreamliners and how the both aircraft manufactures apply lean process management. Understanding this process, aircraft lessors will make a suitable decision to purchase aircrafts. On this occasion, I would like to thanks my partners in Boeing Commercial Airplane and Airbus SAS for providing necessary internal documents for reference. I also thanks my colleague in aircraft technical section in my company, Vietnam Aircraft Leasing Company, and technical staff from Vietnam Airlines Corporation for supporting during the data collection. 2. Research Goals and Approach: 2.1 Goals: In this final paper, I would like to provide the some overview for understanding the emerging of supply chain management strategies in the commercial aviation industry. It also shows the longer-term implications of the supply chain management in the aviation industry in the future. 2.2 Approach: To implement a comparative analysis of supply chain management applied by Boeing and Airbus and their lean process management. To focus on two new large development programs in commercial aviation (Boeing 787 Dreamliners and Airbus A350 XWB). To concentrate on the common set of suppliers supporting both programs to develop a sharp compare and contrast perspective, looking at Boeing Airbus from the vantage point of these common suppliers. 3. Literature review: The extensive literature showing that lean supply chain management practices represent a critical source of sustained competitive advantage and containing some factors as following: à ¢Ã¢â€š ¬Ã‚ ¢ Supplier network architecture linked to companys vision strategy. à ¢Ã¢â€š ¬Ã‚ ¢ Early supplier integration into design and development. à ¢Ã¢â€š ¬Ã‚ ¢ Visibility and transparency through open communications. à ¢Ã¢â€š ¬Ã‚ ¢ Long-term, trust-based, mutually-beneficial relationships. à ¢Ã¢â€š ¬Ã‚ ¢ Continuous supplier development process improvement. à ¢Ã¢â€š ¬Ã‚ ¢ New supplier network architectures represent a defining feature of emerging new business models for managing complexity, uncertainty and competition in a globalized market environment. à ¢Ã¢â€š ¬Ã‚ ¢ Access to investment capital, new markets and new sources of innovation. à ¢Ã¢â€š ¬Ã‚ ¢ Greater outsourcing, strategic alliances partnerships, delegation of greater responsibilities to suppliers to minimize risk and transaction costs. à ¢Ã¢â€š ¬Ã‚ ¢ Internet-enabled information technologies and systems radically redefining supplier integration via improved information visibility and information-sharing efficiency gains. à ¢Ã¢â€š ¬Ã‚ ¢ Machine-to-machine data communication system integration globally. à ¢Ã¢â€š ¬Ã‚ ¢ Unprecedented visibility, transparency and accuracy. à ¢Ã¢â€š ¬Ã‚ ¢ Greater flexibility in interconnecting different systems, facilitating both bilateral and multilateral collaboration. 4. Research Design: à ¢Ã¢â€š ¬Ã‚ ¢ To develop baseline data about the individual supplier companies. à ¢Ã¢â€š ¬Ã‚ ¢ To gauge whether and the extent to which they are employing lean practices. à ¢Ã¢â€š ¬Ã‚ ¢ To assess the extent to which the two large customer companies are practicing lean principles in their engagement with the suppliers. à ¢Ã¢â€š ¬Ã‚ ¢ To document the extent to which the two large customer companies have proactively required the suppliers to adopt lean practices. à ¢Ã¢â€š ¬Ã‚ ¢ To develop more deeply into specific topical areas (e.g., role in design development, information/communication links, contract design). à ¢Ã¢â€š ¬Ã‚ ¢ To probe how exactly the two customer companies manage their relationships with these specific suppliers. à ¢Ã¢â€š ¬Ã‚ ¢ Open source information to ensure external validity generalizability. à ¢Ã¢â€š ¬Ã‚ ¢ About the two companies their supply chain management practices. à ¢Ã¢â€š ¬Ã‚ ¢ About the two specific programs. à ¢Ã¢â€š ¬Ã‚ ¢ About the common suppliers. 5. Boeing 787 Program: 5.1 Overview: à ¢Ã¢â€š ¬Ã‚ ¢ Launch Year in 2002 in order to responding to the overwhelming preference of airlines around the world, Boeing Commercial Airplanes new airplane is the Boeing 787 Dreamliner, a super-efficient airplane. An international team of top aerospace companies is developing the airplane, led by Boeing at its Everett, Washington facility near Seattle. à ¢Ã¢â€š ¬Ã‚ ¢ Represents Boeings response to expected demand for an aircraft that would cost less to own, operate and maintain. à ¢Ã¢â€š ¬Ã‚ ¢ Targeted at the middle of the market segment the rapid, direct, point-to-point connections aviation market segment, with capacity of 250 passengers. Unparalleled Performance At the first stage of the program, Boeing tent to launch 03 type of aircraft: 787-3, 787-8, 787-9 but up to now, there are 02 main versions. The 787-8 Dreamliner will carry 210 250 passengers on routes of 7,650 to 8,200 nautical miles (14,200 to 15,200 kilometers), while the 787-9 Dreamliner will carry 250 290 passengers on routes of 8,000 to 8,500 nautical miles (14,800 to 15,750 kilometers). In addition to bringing big-jet ranges to mid-size airplanes, the 787 will provide airlines with unmatched fuel efficiency, resulting in exceptional environmental performance. The airplane will use 20 percent less fuel for comparable missions than todays similarly sized airplane. It will also travel at speeds similar to todays fastest wide bodies, Mach 0.85. Airlines will enjoy more cargo revenue capacity. Passengers will also see improvements with the new airplane, from an interior environment with higher humidity to increased comfort and convenience. Advanced Technology The key to this exceptional performance is a suite of new technologies being developed by Boeing and its international technology development team. 50 percent of the primary structure including the fuselage and wing on the 787 will be made of composite materials. An open architecture will be at the heart of the 787s systems, which will be more simplified than todays airplanes and offer increased functionality. For example, the team is looking at incorporating health-monitoring systems that will allow the airplane to self-monitor and report maintenance requirements to ground-based computer systems. General Electric and Rolls-Royce are the two engine manufacture to develop engines for the new airplane. It is expected that advances in engine technology will contribute as much as 8 percent of the increased efficiency of the new airplane, representing a nearly two-generation jump in technology for the middle of the market. Another improvement in efficiency will come in the way the airplane is designed and built. New technologies and processes are in development to help Boeing and its supplier partners achieve unprecedented levels of performance at every phase of the program. For example, by manufacturing a one-piece fuselage section, we are eliminating 1,500 aluminum sheets and 40,000 50,000 fasteners. Continuing Progress The Boeing board of directors granted authority to offer the airplane for sale in late 2003. Program launch occurred in April 2004 with a record order from All-Nippon Airways. Since that time, 56 customers from six continents of the world have placed orders for 847 airplanes valued at $147 billion, making this the most successful launch of a new commercial airplane in Boeings history. The 787 program opened its final assembly plant in Everett in May 2007. First flight of the 787 Dreamliner occurred in Dec. 2009. The program has signed on more than 40 of the worlds most capable top-tier supplier partners and together finalized the airplanes configuration in September 2005. Boeing has been working with its top tier suppliers since the early detailed design phase of the program and all are connected virtually at 135 sites around the world. Eleven partners from around the world completed facility construction for a total of three million additional square feet to create their major structures and bring the next new airplane to market. 5.2. Specification Model B787-8 B787-9 Engine GEnext or Rolls Royce Trent 1000 GEnext or Rolls Royce Trent 1000 Range 7,650 to 8,200 nautical miles (14,200 to 15,200 kilometers) 8,000 to 8,500 nautical miles (14,800 to 15,750 kilometers) Seat 210 to 250 passengers 250 to 290 passengers Configuration Twin aisle Twin aisle Cross Section 226 inches (574 centimeters) 226 inches (574 centimeters) Wing Span 197 feet (60 meters) 197 feet (60 meters) Length 186 feet (57 meters) 206 feet (63 meters) Height 56 feet (17 meters) 56 feet (17 meters) Cruise Speed Mach 0.85 Mach 0.85 Total Cargo Volume 4,400 cubic feet 5,400 cubic feet Max Takeoff Weight 502,500 lbs (227,930 kilograms) 545,000 lbs (247,208 kg) Program milestones: Authority to offer: late 2003 Program launch: April 2004 Assembly start: 2006 First roll-out ceremony: July 2007 First flight: December 2009 First delivery: Mid Q1/2011 (estimated) 5.3. Program Fact Sheet: The 787 Program covers many areas of interest, from the market, customers, and airplane technology to manufacturing enhancements and an extensive partner team, among others. Here are some interesting facts and figures on a number of these topic areas: Market size: 3,310 units over 20 years (Boeing Market Forecast 2009-2028) Firm orders by customer (up to October 2010 at www.boeing.com) Model Series Orders Deliveries Total B787-8 629 629 B787-9 218 218 B787 Total 847 847 B787 vs. B777 on composites and aluminum (by weight): B787 B777 50 % composites 12 % composites 20 % aluminum 50 % aluminum Material breakout on B787: Composites: 50% Aluminum: 20% Titanium: 15% Steel: 10% Other: 5% Better designe: More fuel efficient: 20 % more fuel efficient than similarly sized airplanes Produces fewer emissions: 20 % fewer than similarly sized airplanes Better cash seat mile costs than peer airplanes: 10 % Better maintenance costs: 30% Generators: Four at 250 kVA (two per engine) Two at 225 kVA (on auxiliary power unit) Hydraulic power: Distributed at: 5,000 pounds per square inch on the 787 3,000 pounds per square inch standard Advantage of the new electric architecture: Extracts as much as 35 percent less power from the engines than traditional pneumatic systems on todays airplanes. US and non-US content on the 787: Roughly 70 percent US Roughly 30 percent non-US. The number of new city pairs the 787 will connect: At least 450 Other special features: à ¢Ã¢â€š ¬Ã‚ ¢ Represents large step towards all-electric-airplane, one in which all systems are run by electricity. à ¢Ã¢â€š ¬Ã‚ ¢ Driven by the belief that power electronics, key to the all-electric airplane, are on a steep curve of performance cost improvement, while pneumatic systems growth has tapped out around 1995. à ¢Ã¢â€š ¬Ã‚ ¢ The traditional bleed air and hydraulic power are replaced with electrically powered compressors and pumps. à ¢Ã¢â€š ¬Ã‚ ¢ Cabin pressurized by electric motors, not by bleed air used by almost every pressurized aircraft. An open architecture centralized computer hosts the avionics and utility functions, rather than dozens of individual buses. à ¢Ã¢â€š ¬Ã‚ ¢ Anti-icing of the wing to be done with electric heat instead of bleed air. à ¢Ã¢â€š ¬Ã‚ ¢ Composites: resist long-term wear and tear, because cracks do not propagate from holes as in aluminum; inspections are made easier; maintenance intervals stretched to 1000 hrs (compared with 500 hrs for 767 or 700 hrs for A330 the two most prominent aircraft 787 aims to replace). à ¢Ã¢â€š ¬Ã‚ ¢ Much more savvy focus on flexible financing arrangements, plus closer attention to passenger comfort, fuel burn and life cycle costs. 6. Airbus A350 XWB Program: 6.1. Overview: Aimed at compete with B787 from Boeing, Airbus has decided to build A350 XWB based on the technologies developed for A380. The Airbus A350 XWB is a long-range, mid-size, wide-body family of airliners currently under development by European aircraft manufacturer Airbus. The A350 will be the first Airbus with both fuselage and wing structures made primarily of carbon fibre-reinforced polymer. The A350 is designed to compete with the Boeing 777 and the Boeing 787. Airbus claims that it will be more fuel-efficient, with up to 8% lower operating cost than the Boeing 787. It is scheduled to enter into airline service during the second half of 2013. The launch customer for the Airbus A350 is Qatar Airways. Development costs are projected to be US$15 billion. Airbus utilises next-generation manufacturing and assembly techniques to make the A350 XWB a more efficient and reliable aircraft. The A350 XWB is equipped with an advanced cockpit and onboard systems optimised for robustness and simplicity, while its advanced wing design makes this aircraft faster and quieter. The A350 XWBs onboard systems are designed for maximum reliability, operability and simplicity. The advanced wing design of the A350 XWB will make it a faster, quieter and more efficient aircraft. Airbus utilises new techniques to optimise the A350 XWBs weight, maintenance and operating costs. The A350 XWBs cockpit features the latest in display technology and integrated modular avionics. 6.2. Specification: Aircraft Dimensions Overall length 198 ft.7.5 in. 219 ft. 5.5 in. 242 ft. 4.7 in. Height 55 ft. 11.3 in. 55 ft. 11.3 in. 55 ft. 11.3 in. Fuselage diameter 19 ft. 58 in. (horiz) 19 ft. 58 in. (horiz) 19 ft. 6 in. (horiz) Wingspan (geometric) 212 ft. 5 in. 212 ft. 5 in. 212 ft. 5 in. Wing area (reference) 4,740 ft2 4,767 ft2 4,767 ft2 Wing sweep (25% chord) 31.9 degrees 31.9 degrees 31.9 degrees Wheelbase 81 ft. 7 in. 94 ft. 1 in. 108 ft. 7 in. Wheel track 34 ft. 9 in. 34 ft. 9 in. 35 ft. 2 in. Basic Operation Data Engines 2 Rolls-Royce Trent XWB 2 Rolls-Royce Trent XWB 2 Rolls-Royce Trent XWB Engine thrust range 75,000 lb. slst. 84,000 lb. slst. 93,000 lb. slst. Typical passenger seating 270 (3-class) 314 (3-class) 350 (3-class) Range (w/max. passengers) 8,300 nm. 8,100 nm. 8,000 nm. Max. operating Mach number (Mmo) 0.89 Mo. 0.89 Mo. 0.89 Mo. Design Weights Maximum ramp weight 548.7 lbs. x 1000 592.8 lbs. x 1000 659.0 lbs. x 1000 Maximum takeoff weight 546.7 lbs. x 1000 590.8 lbs. x 1000 657.0 lbs. x 1000 Maximum landing weight 407.9 lbs. x 1000 451.9 lbs. x 1000 503.8 lbs. x 1000 Maximum zero fuel weight 382.5 lbs. x 1000 423.3 lbs. x 1000 470.6 lbs. x 1000 Maximum fuel capacity 34,082 US gal. 36,460 US gal. 41,215 US gal. Some Design Technical Features: à ¢Ã¢â€š ¬Ã‚ ¢ Cockpit design follows same cockpit layout, characteristics and operating procedures as in the A320 and A330/A340 platforms, providing a number of advantages (e.g., in terms of crew training, crew transition, cross-crew qualification). à ¢Ã¢â€š ¬Ã‚ ¢ Also incorporates new features that benefit from innovation in technologies for displays, flight management navigation systems. à ¢Ã¢â€š ¬Ã‚ ¢ First commercial airplane to adopt EHAs (electrohydrostatic actuators) flight control technologies, a step forward to the all-electric airplane. EHAs are electrically powered but use hydraulic pumps and reservoirs that transform electrical power into hydraulic power. à ¢Ã¢â€š ¬Ã‚ ¢ Advantages: large savings in terms of weight and space (e.g., reduction in the size of pipelines, actuators and other components, power generation equipment, tubing, amount of fluid required), as well as ease of installation. à ¢Ã¢â€š ¬Ã‚ ¢ First commercial aircraft capable of flying with total hydraulic failure, using electricity to operate the flight control surfaces. à ¢Ã¢â€š ¬Ã‚ ¢ Extensive use of composite materials 25% (by weight), compared with 10% in A320 and 30% in A340-500/600. à ¢Ã¢â€š ¬Ã‚ ¢ Use of carbon composites and advanced metallic hybrid materials, along with laser beam welding to eliminate fasteners, reduce weight and provide enhanced fatigue tolerance. à ¢Ã¢â€š ¬Ã‚ ¢ Glare: highly resistant to fatigue, used in construction of panels for upper fuselage. à ¢Ã¢â€š ¬Ã‚ ¢ Aluminum and fiberglass layers of Glare do not allow propagation of cracks. à ¢Ã¢â€š ¬Ã‚ ¢ Glare lighter than conventional materials represents a weight saving of about 500kg. 6.3. Fact Sheet: Firm orders by customer: (up to October 2010 at www.airbus.com) Model Series Orders Deliveries Total A350-800 158 158 A350-900 340 340 A350-1000 75 75 A350 Total 573 573 A350 vs. B787 on material breakout (by weight) A350 B787 Composites: 53% Composites: 50% Aluminum: 19% Aluminum: 20% Titanium: 14% Titanium: 15% Steel: 6% Steel: 10% Other: 8% Other: 5% Airbus internal goal to freeze the design and expects: 10% lower airframe maintenance cost 14% lower empty seat weight than competing aircraft More fuel efficient: Up to 25 % more fuel efficient than similarly sized airplanes Produces fewer emissions: Up to 25% fewer than similarly sized airplanes Better cash seat mile costs than peer airplanes: 15% 7. Supply Chain Management Practices by Airbus and Boeing: à ¢Ã¢â€š ¬Ã‚ ¢ Supplier selection on both programs following a typical competitive bid process during initial plateau phase; selection on best-value basis. à ¢Ã¢â€š ¬Ã‚ ¢ Boeing retains unified list of pre-qualified suppliers/vendors (qualified parts list QPL; qualified vendor list QVL). à ¢Ã¢â€š ¬Ã‚ ¢ Airbus does not yet maintain such a unified list, but moving in same direction. à ¢Ã¢â€š ¬Ã‚ ¢ Both have major suppliers participate early in design and development process. à ¢Ã¢â€š ¬Ã‚ ¢ Both committed to long-term, mutually-beneficial, reliable and stable relationships with key suppliers. à ¢Ã¢â€š ¬Ã‚ ¢ Supplier partnerships typically limited to suppliers that continuously show excellence in performance, demonstrate credible long-term business interest, and back it up with their own development and investment. à ¢Ã¢â€š ¬Ã‚ ¢ Life-of-program fixed-cost contracts, but with some differences. à ¢Ã¢â€š ¬Ã‚ ¢ Electronic links with suppliers via supplier portals (request for quote/proposal; order placement; technical data interchange, such as technical specifications, key characteristics, engineering drawings; exchanging documents; facilitating virtual collaboration with global partnering suppliers in a 3D design software environment). à ¢Ã¢â€š ¬Ã‚ ¢ RFID (Radio Frequency Identification) initiatives: Both Boeing and Airbus have expanded the application of RFID tags for both the B787 and A350 programs; they have worked together to reach for consensus regarding standards for using global RFID technology on commercial airplanes). 8. Major suppliers responsibility is greater: à ¢Ã¢â€š ¬Ã‚ ¢ Important strategic shifts in supply chain management, driven by pressing need to reduce cost and spread development costs. à ¢Ã¢â€š ¬Ã‚ ¢ Both have asked major suppliers in B787 and A350 to absorb non-recurring costs, thus greatly shifting costs and risks to suppliers, but using somewhat different approaches. à ¢Ã¢â€š ¬Ã‚ ¢ Suppliers delegated much more responsibility for design, development and manufacturing through closer collaboration, partnerships and integration across supplier networks. Boeing 787: à ¢Ã¢â€š ¬Ã‚ ¢ Boeing has gone the extra distance with the 787 program retains only about 33%-35% of the total 787 work share à ¢Ã¢â€š ¬Ã‚ ¢ Deliberate effort to reduce parts count to enable snap three-day assembly of the 787 à ¢Ã¢â€š ¬Ã‚ ¢ Suppliers moving up the value chain assuming more of a system integrator role, providing more integrated components and managing their own sub-tier suppliers à ¢Ã¢â€š ¬Ã‚ ¢ This is the first time Boeing has outsourced the entire wing design and manufacturing to external suppliers (risk-sharing partners Fuji Heavy Industries, Ltd.: center wing box; Kawasaki Heavy Industries, Ltd.: main wing fixed trailing edge; Mitsubishi Heavy Industries, Ltd.: wing box) à ¢Ã¢â€š ¬Ã‚ ¢ This is the first time Boeing applied lean manufacturing process in B787 program to improve absence management while merging its short and long-term disability program administration with leave-of-absence offering. Airbus A350: à ¢Ã¢â€š ¬Ã‚ ¢ Airbus, as a multinational consortium prior to July 2001, had already adopted a strategic partnership model with well-defined work-share arrangements. à ¢Ã¢â€š ¬Ã‚ ¢ Airbus has increased its outsourcing in the A350 program, but has still kept in-house core technologies, such as composite technology and wing design. à ¢Ã¢â€š ¬Ã‚ ¢ Airbus also applied lean process technique by getting advice from Porsche (a German car manufacture) in order to reduce production time and avoid delay as happened in A380 program. 9. Worldwide Outsourcing: Both Airbus and Boeing have increased their global outsourcing in Japan, China, India, Middle East, Eastern Europe and Russia (estimated in the future). Why the two aircraft manufacture select these region because of the strong economic growth as well as fast-growing air travel particularly in Asia/Pacific region. Large Asian and Middle Eastern carriers as Singapore Airlines, Emirates, Vietnam Airlines now are the major customers. The variety of offset arrangements have opened up new market opportunities, tied to increased sourcing (e.g., from China). Boeing strategy: long unparalleled dominance in Japanese market strong presence in China. à ¢Ã¢â€š ¬Ã‚ ¢ In Japan: 80% of orders from Japanese airlines from Boeing during last decade; Japanese suppliers (heavies) account for 35% of 787 work-shares. à ¢Ã¢â€š ¬Ã‚ ¢ In China: activities range from subcontracting, joint ventures, technical training and assistance for cooperative programs; visible support from Chinese suppliers (valued at $1.6 billion), supplying essential composite parts and structures for 787 programs. Airbus strategy: relative newcomer to Japan China. à ¢Ã¢â€š ¬Ã‚ ¢ In Japan: facing difficulties in winning orders from Japanese airlines, but has contracted work with Japanese suppliers. à ¢Ã¢â€š ¬Ã‚ ¢ In China: sale activities in China jumped to 219 aircraft in 2005 from 56, overtaking Boeing by delivering 6 more aircraft; committed to doubling procurement from Chinese suppliers to $120 million/year by 2010; announced Tianjin will be site for Airbus first final assembly plant outside Europe. 10. The Emerging Unique Model: Boeing Model: The Boeing 787 experience represents a unique model for the future in supply chain management. à ¢Ã¢â€š ¬Ã‚ ¢ In essence, the Boeing model is about optimizing the total business, not just the supply chain in the traditional sense. Supply chain architecture as an integral part of the entire program extended enterprise architecture. à ¢Ã¢â€š ¬Ã‚ ¢ Main emphasis is on optimizing portfolio of core competencies in entire value stream for mutual benefit. à ¢Ã¢â€š ¬Ã‚ ¢ Lifecycle value creation perspective, not short-term waste elimination or cost minimization for Boeing itself. à ¢Ã¢â€š ¬Ã‚ ¢ Boeing has adopted a bold new innovative system integrator role. This represents a revolutionary departure from the past. à ¢Ã¢â€š ¬Ã‚ ¢ Boeing has asked all suppliers to carry all of the non-recurring costs; in return, gives back to risk-sharing partnering suppliers the intellectual property rights on the components or systems they provide. à ¢Ã¢â€š ¬Ã‚ ¢ Contracts are so designed that if the aircraft does well in the marketplace, the risk-sharing partners derive direct benefits and major partnering suppliers can make design trades within each work package and across company units to find optimal system solutions. à ¢Ã¢â€š ¬Ã‚ ¢ Lower-tier suppliers are not provided IP ownership but are given long-term relationships, where they can benefit from scale economies. à ¢Ã¢â€š ¬Ã‚ ¢ Boeing only provides high-level interface definition; the first-tier (major partnering suppliers) is responsible for the detailed interface definitions designs. à ¢Ã¢â€š ¬Ã‚ ¢ Suppliers work together and Boeing acts as referee in case of conflicts. à ¢Ã¢â€š ¬Ã‚ ¢ Web-enabled information technologies systems a critical enabler. Airbus model: à ¢Ã¢â€š ¬Ã‚ ¢ Airbus is reported to have established risk-sharing partnerships with more than 30 of its major suppliers covering $3.1 billion or 25% of total program non-recurring costs. à ¢Ã¢â€š ¬Ã‚ ¢ These suppliers include Alenia, Eurocopter, Fokker, Gamesa, Labinal, Saab). à ¢Ã¢â€š ¬Ã‚ ¢ However, this needs closer scrutiny, to see what it actually means. Airbus also continues to exercise control over all system and detail engineering interface definitions. à ¢Ã¢â€š ¬Ã‚ ¢ Airbus suppliers work in parallel (bilaterally with Airbus), with limited lateral communications among them. à ¢Ã¢â€š ¬Ã‚ ¢ Unlike Boeing, Airbus has no strong partners for major risk-sharing activities or as contributors to development spending. However, Airbus is currently pursuing new partnering arrangements under its Airbus Power competitiveness Industrial Plan. à ¢Ã¢â€š ¬Ã‚ ¢ Plan proposes radical cost-cutting rationalization measures (cutting 10,000 jobs, closing down or selling specific sites, rearranging workshare allocation). à ¢Ã¢â€š ¬Ã‚ ¢ Investment partners being sought for the Extended Enterprise sites (Nordenham, Germany; Meaulte, France; Filton, UK). à ¢Ã¢â€š ¬Ã‚ ¢ As part of the plan, supplier relationships would also change (Airbus wants partners to commit to long-term cost reductions). Airbus also reducing its supplier base from 3,000 down to 5,000. 11. Conclusion: Aerospace supply chain management will continue to evolve from a transactional or relational business model to one involving risk-sharing and cost-sharing prime-supplier partnerships, alliances closely-knit collaborative relationships. à ¢Ã¢â€š ¬Ã‚ ¢ Where primes (system-integrators) will likely to move closer to a total system integrator lifecycle value provider role. à ¢Ã¢â€š ¬Ã‚ ¢ Major suppliers to assume greater system-integrator role, with greater responsibility for design, development, manufacturing, and after-market lifecycle support. Suppliers, in general, moving from short-term service providers to long-term partners. à ¢Ã¢â€š ¬Ã‚ ¢ Global outsourcing considered as aerospace supply chains and is likely to be a lot more quite internationalized in the future. à ¢Ã¢â€š ¬Ã‚ ¢ Adoption of information technologies enabling network-wide connectivity right down to lower tiers an imperative in the future for coordinating complex set of interdependencies. à ¢Ã¢â€š ¬Ã‚ ¢ Continued consolidation likely in aerospace supplier base to build greater specialization broader system integration skills, and stronger financial backbone to make the necessary investments to enhance core capabilities.

Essay --

In this topic I’m going to analyze quality of life in Dubai.Dubai is one of the most developed city andit is suitable city for life, because everything is high-quality. Also in this essay I will seek to evaluate the positive and negative impacts of quality of life in Dubai, with count: population, social factors, environmental factor, economy factors. Population Actuallynumber of citizen in Dubai is 17% of general population. General population in Dubai is 2.106 million, hence 1.748 million(83%) people are immigrants, such as 52.2% Indian, 13.3% Pakistani, 7.5% Bangladeshi, 2.5% Filipino, 1.5% Sri Lankan, 0.3% American and 5.7% other countries. Everybody knows that UAE is very successful by plenty of oil, free trade and immovable market, but also on using low-paid labor (immigrants) to create city without big expenses.Government understand situation with less number of citizen and with in every way want to increase them and improve life of own citizen. Social Factors: 1)Immigration 1 dollar = 3.67 AED (dirham) As well as known,using immigrants is more cheap than using citizen (i...

The New America Dream is Green (and Sustainable) Essay -- Localization

Smallville is a city just like any other city in the world. It has crime, pollution, and social inequalities. However citizens everywhere are dreaming of the future. The reason people came to Smallville, or America, in the first place was to live the American Dream. This idea is that if a person works hard enough they can be or achieve anything they want. However, the current system of selfishness and ignorance of the masses has led to the destruction of this idea. In order for these dreams to survive, Smallville needs to promote change. There needs to be more information about the effects people have on their communities and the environment. There needs to be a shift towards long-term sustainability. Before there can be greener technology, ecologically friendly businesses, or sustainable energy citizens need to change their outlook on life. Every individual needs to realize their role in the community. There needs to be more emphasis on people living local, eating local, an d working local. The more localization and less globalization there is the better. The more people use what is readily available to them the more they will realize how important it is not to waste. In order for communities to get a long every individual needs to be respected. There needs to be social equality between men and women, different ethnicities, and an acceptance of the LBGTQ community. Once this is achieved, the New American Dream will be born. This new idea will include being anything you want to be while helping others reach the same goal. Smallville needs to take the steps towards a more informed and aware society so people can achieve their dreams while not destroying the dreams of others around the world. In order for Smallville to r... ...rt. "Accepting the gay person: Rental accommodation in the community." Journal of Homosexuality 36.2 (1998): 31. Academic Search Premier. EBSCO. Web. 25 Mar. 2014. Page explains the struggles an LBGTQ citizen has when finding a place to live freely in a community. It shows that there needs to a major acceptance of the couple or even individuals who are gay by the community in order for the person to feel welcome. People usually do not like to live where they do not feel welcome. This will help me show where major change needs to be within the social realm of society. If people cannot accept each other they cannot join as a community and eventually fix other problems that require cooperation. This article's only bias is justified because it shows real stories of people being harassed. It does not give merit to the side that says these people are really the problem.

Public Enterprises

What are the Objectives of Public Enterprises? SOUMYA SINGH In India, public enterprises have been assigned the task of realising the objectives laid down in the Directive Principles of State Policy. Public sector as a whole seeks: (a) to gain control of the commanding heights of the economy, (b) to promote critical development in terms of social gain or strategic value rather than on consideration of profit, and (c) to provide commercial surplus with which to finance further economic development. The main objectives of public enterprises in India are as follows: 1. Economic development:Public enterprises were set up to accelerate the rate of economic growth in a planned manner. These enterprises have created a sound industrial base for rapid industrialisation of the country. They are expected to provide infrastructure facilities for promoting balanced and diversified economic structure of development. 2. Self-reliance: Another aim of public enterprises is to promote self-reliance in strategic sectors of the national economy. For this purpose, public enterprises have been set up in transportation, communication, energy, petro-chemicals, and other key and basic industries. . Development of backward Areas: Several public enterprises were established in backward areas to reduce regional imbalances in development. Balanced development of different parts of the country is necessary for social as well as strategic reasons. 4. Employment generation: Unemployment has become a serious problem in India. Public enterprises seek to offer gainful employment to millions. In order to protect jobs, several sick units in the private sector have been nationalised. 5. Economic surplus: Public enterprises seek to generate and mobilise surplus for reinvestment.These enterprises earn money and mobilise public savings for industrial development. 6. Egalitarian society: An important objective of public enterprises is to prevent concentration of economic power and growth of private mon opolies. Public sector helps the Government to enforce social control on trade and industry for ensuring equitable distribution of goods and services. Public enterprises protect and promote small scale industries. 7. Consumer welfare: Public enterprises seek to protect consumers from exploitation and profiteering by ensuring supply of essential commodities at cheaper prices.They aim at stabilising prices. 8. Public utilities: Private sector is guided by profit motive. Therefore, it is reluctant to invest money in public utility services like water supply, gas, electricity, public transport. Therefore, the Government has to assume responsibility for providing such services. 9. Defence: Government has to set up public enterprises for production of defence equipment. Supply of such equipment cannot be entrusted for private sector due to the need for utmost secrecy. 10. Labour welfare: Public enterprises serve as model employers.They ensure welfare and social security of employees. Many public enterprises have developed townships, schools, college and hospitals for their workers. Role and Rationale of Public Enterprises The public sector has been playing a vital role in the economic development of the country. In fact the public sector has come to occupy such an important place in our economy that on its effective performance depends largely the achievement of the country's economic and social goals. Public sector is considered a powerful engine of economic development and an important instrument of self-reliance.The main contributions of public enterprises to the country's economy may be described as follows: 1. Filling of gaps: At the time of independence, there existed serious gaps in the industrial structure of the country, particularly in the field of heavy industries. Basic and key industries require huge capital investment, involve considerable risk and suffer from long gestation periods. Private sector concerns do not come forward to establish such industr ies. Public sector has helped to fill up these gaps. The basic infrastructure required for rapid industrialisation has been built up, through the production of strategic capital goods.The public sector has considerably widened the industrial base of the country and speeded up the pace of industrialisation. 2. Employment: Public sector has created millions of jobs to tackle the unemployment problem in the country. Public sector accounts for about two-third of the total employment in the organised industrial sector in India. By taking over many sick units, the public sector has protected the employment of millions. Public sector has also contributed a lot towards the improvement of working and living conditions of workers by serving as a model employer. 3. Balanced regional development:Private industries tend to concentrate in certain regions while other regions remain backward. Public sector undertakings have located their plants in backward and untraded parts of the country. These a reas lacked basic industrial and civic facilities like electricity, water supply, township and manpower. Public enterprises have developed these facilities thereby bringing about complete transformation in the social-economic life of the people in these regions. Steel plants of Bhilai, Rourkela and Durgapur; fertilizer factory at Sindri, machine tool plants in Rajasthan, precision instruments plants in Kerala and Rajasthan, etc. are a few examples of the development of backward regions by the public sector. 4. Optimum utilisation of resources: Public enterprises make better utilisation of scarce resources of the country. They are big in size and able to enjoy the benefits of large scale operations. They help to eliminate wasteful completion and ensure full use of installed capacity. Optimum utilisation of resources results in better and cheaper production. 5. Mobilisation of surplus: The profits earned by public enterprises are reinvested for expansion and diversification. Moreover, public sector concerns like banks and financial nstitutions mobilise scattered public savings thereby helping the process of capital formation in the country. Public enterprises earn considerable foreign exchange through exports. 6. Self reliance: Public enterprises have reduced considerably the need for imports by producing new and better products within the country. These enterprises are also earning considerable amount of foreign exchange through exports. 7. Socialistic pattern of society: Public sector is an instrument for realising social objectives. Public enterprises help to check concentration of wealth and private monopolies.These enterprises can serve as powerful means of economic and social change. 8. Public welfare: Public enterprises help in the establishment of a welfare state in the country. These enterprises supply essential commodities at cheaper rates. A proper balance between demand and supply is created to protect consumers against exploitation by profit hungry businessmen. Public enterprises also protect and promote the interests of workers. Criticism of Public Enterprises [Arguments against Public Enterprises] Public enterprises are opposed on account of weaknesses in their organisation and working.These enterprises generally suffer from the following problems: 1. Delay in completion: Often a very long time is taken in the establishment and completion of public enterprises. Delay in completion leads to increase in the cost of establishment and benefits extracted from them are delayed. 2. Faulty evaluation: Public enterprises are in some cases set upon political considerations. There is no proper evaluation of demand and supply and expected costs and benefits. There are no clear cut objectives and guidelines. In the absence of proper project planning there is under- utilisation of capacity and wastage of national resources. . Heavy overhead costs: Public enterprises often spend huge amounts on providing housing and other amenities to empl oyees. Though such investment is useful for employees but it takes away a large part of capital and the project suffers from financial difficulties. 4. Poor returns: Majority of the public enterprises in India are incurring loss. In some of them the profits earned do not yield a reasonable return on huge investment. Lack of effective financial controls, wasteful expenditure and dogmatic pricing policy result in losses 5. Inefficient management:Due to excessive centralisation of authority and lack of motivation public enterprises are managed inefficiently. High level posts are often occupied by persons lacking necessary expertise but enjoying political support. 6. Political interference: There is frequent interference from politicians and civil servants in the working of public enterprises. Such interference leaves little scope for initiative and freedom of action. Public enterprises enjoy little autonomy and flexibility of operations. 7. Labour problems: In the absence of proper man power planning public enterprises suffer from over-staffing.Jobs are created to fulfil employment goals of the Government. Guarantee of job in these enterprises encourages trade unions to be militant in pursuing their aims. Growth of Public Enterprises in India At the time of independence, public sector in India was confined mainly to railways, communications, defence production and public utility services. Since then the growth of public enterprises has been very rapid. Now public sector consists of public utilities (e. g. , railways, post and telegraph, etc), manufacturing concerns (e. g. , BHEL, SAIL, etc. ), trading organisations (e. g. STC, MMTC, etc. ), service organisations (e. g. , NIDC, RITES, etc. ). SAIL, a Maharatna Company of Govt. of India, is the world's leading and India's largest steel producer with an annual turnover of around Rs. 50,348 crore (FY11-12). It operates and owns 5 integrated steel plants at Rourkela, Bhilai, Durgapur, Bokaro and Burnpur and 3 special s teel plants at Salem, Durgapur and Bhadravati. As part of its global ambition the Company is implementing a massive expansion plan involving project work of building/adding new facilites with emphasis on state of the art green technology.List of Maharatna, Navratna and Miniratna CPSEs As per available information (as on February, 2013) Maharatna CPSEs Bharat Heavy Electricals Limited Coal India Limited GAIL (India) Limited Indian Oil Corporation Limited NTPC Limited Oil & Natural Gas Corporation Limited Steel Authority of India Limited Navratna CPSEs Bharat Electronics Limited Bharat Petroleum Corporation Limited Hindustan Aeronautics Limited Hindustan Petroleum Corporation Limited Mahanagar Telephone Nigam Limited National Aluminium Company Limited NMDC Limited Neyveli Lignite Corporation Limited Oil India LimitedPower Finance Corporation Limited Power Grid Corporation of India Limited Rashtriya Ispat Nigam Limited Rural Electrification Corporation Limited Shipping Corporation of I ndia Limited Miniratna Category – I CPSEs Airports Authority of India Antrix Corporation Limited Balmer Lawrie & Co. Limited Bharat Dynamics Limited BEML Limited Bharat Sanchar Nigam Limited Bridge & Roof Company (India) Limited Central Warehousing Corporation Central Coalfields Limited Chennai Petroleum Corporation Limited Cochin Shipyard Limited Container Corporation of India Limited Dredging Corporation of India LimitedEngineers India Limited Ennore Port Limited Garden Reach Shipbuilders & Engineers Limited Goa Shipyard Limited Hindustan Copper Limited HLL Lifecare Limited Hindustan Newsprint Limited Hindustan Paper Corporation Limited Housing & Urban Development Corporation Limited India Tourism Development Corporation Limited Indian Railway Catering & Tourism Corporation Limited IRCON International Limited KIOCL Limited Mazagaon Dock Limited Mahanadi Coalfields Limited Manganese Ore (India) Limited Mangalore Refinery & Petrochemical Limited Mishra Dhatu Nigam Limited MMT C Limited MSTC LimitedNational Fertilizers Limited National Seeds Corporation Limited NHPC Limited Northern Coalfields Limited Numaligarh Refinery Limited ONGC Videsh Limited Pawan Hans Helicopters Limited Projects & Development India Limited Railtel Corporation of India Limited Rashtriya Chemicals & Fertilizers Limited RITES Limited SJVN Limited Security Printing and Minting Corporation of India Limited South Eastern Coalfields Limited State Trading Corporation of India Limited Telecommunications Consultants India Limited THDC India Limited Western Coalfields Limited WAPCOS Limited Miniratna Category-II CPSEsBharat Pumps & Compressors Limited Broadcast Engineering Consultants (I) Limited Central Mine Planning & Design Institute Limited Ed. CIL (India) Limited Engineering Projects (India) Limited FCI Aravali Gypsum & Minerals India Limited Ferro Scrap Nigam Limited HMT (International) Limited HSCC (India) Limited India Trade Promotion Organisation Indian Medicines & Pharmaceuticals Corporation Limited M E C O N Limited National Film Development Corporation Limited National Small Industries Corporation Limited P E C Limited Rajasthan Electronics & Instruments Limited